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Ball used Economic Value Added analysis to determine if it should open a new metal can manufacturing facility, which mandated closing two recently acquired factories, or recapitalize and update the two legacy factories.

Aglaia Kong, the founder and chief executive officer of Guangdong LeapFive Technology Co. Ltd., a Chinese fabless chip design start-up, is facing a broken supply chain, with issues running from electronic design automation and core internet protocol through to fabrication, packaging, and testing in bringing up her Internet of things chip sets for industrial applications. Using fifth-generation open-source reduced instruction set computing instruction set architecture, she must assess a supply chain buffeted by severe bullwhip shortages and political headwinds, analyze her company's strategy, and plot a course to assure it will be among the 2 per cent of Chinese chip start-ups that do not fail.

A business world characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) presents many leadership and governance challenges to businesses large and small. Smaller family firms, in particular, need to demonstrate resilience both in navigating changes that arise from VUCA conditions and in staying firm on the core purpose with which their enterprises were founded.Cases A and B present the approach of a family firm based in Toronto, Canada, that manufactures and markets industrial vacuum systems. The cases provide an opportunity for instructors to convey the trials and tribulations faced by the founder and his successor in building a purpose-driven organization and in staying on the committed path of responsible leadership and governance.

Metaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However, these changes generated debate within the family business, which operated with a low level of institutionalization. Consequently, the brothers hired a family business governance consultant for assistance. Metaza's chair and chief executive officer needed to learn how to implement these strategic changes so that he could pass the torch of a healthier organization.

In 2020, Neha Mathur and Debi Kar co-founded the start-up Wishyogi India Pvt. Limited in Bangalore, India, and launched an online HR platform called Personifwy. Driven by artificial intelligence (AI), Personifwy analyzes employee engagement experiences and integrates data with the client's own systems, thus serving as an HR analytics platform. During their interactions with clients, Mathur and Kar discovered a gap in the process of recruiting prospective employees. Many candidates were engaging in a phenomenon referred to as "ghosting," which caused the talent acquisition teams of client firms to constantly restart the process, wasting time and resources. Mathur and Kar wanted to reveal the reason why candidates were dropping out of the recruitment process (or "ghosting" the employer) after receiving an offer letter and find a way to stop the practice. Potential solutions included having the client call these candidates directly or hiring consultants to establish a contact. Could AI technology help to resolve the issue? Could Mathur and Kar design an innovative solution to increase the ratio of job offer to confirmed employee for Personifwy clients? Should the company consider using employees advocates to help resolve the ghosting issue?

In 2019, Daniel Pinto, President and COO of JPMorgan Chase, has to make a recommendation to the bank's Chairman and CEO, Jamie Dimon, about where to physically locate the bank's European trading operations after Brexit takes effect in 2020. The decision-making process considered a range of European locations, including Dublin, Amsterdam, Frankfurt, and Paris, and ultimately Pinto is left with a choice between Frankfurt and Paris. The case describes the decision-making process and gives an overview of JPMorgan's history in France and the French government's efforts to make the country more economically competitive to lure banks moving from London in the wake of Brexit.

In March 2023, Garry Cooper, cofounder and CEO of Chicago-based Rheaply, needed to demonstrate that Rheaply's expanded vision could translate into building cash flows and metrics needed to raise a Series B and turn the business into a model for financial and environmental sustainability. The eight-year-old company had originally been founded as an asset exchange platform for surplus materials at university science laboratories. Over time, the company evolved well beyond its initial market and expanded into a circular economy marketplace where cities, enterprises, and academic institutions exchanged everything from lab equipment to furniture to building materials. Cooper needed to determine whether the strategic shift to sustainability was working, and what, if anything, needed to change.

Pitch deck explaining the early vision of the company that was presented by the CEO to potential investors.

Pitch deck explaining the later vision of the company that was presented by the CEO to potential investors.

In October 2019, the McDonald's Corporation board of directors, chaired by Enrique Hernandez, Jr., gathered to learn the results of their outside counsel's investigation into the conduct of the CEO. On the surface, the iconic fast-food chain was thriving as growing profits translated into share price gains. But unbeknownst to the public, a drama was unfolding that threatened the company's success and brand value. Hernandez and other directors listened intently as counsel explained their findings that the CEO had engaged in an inappropriate consensual relationship with an employee, in violation of the company's code of conduct. As directors grappled with the situation, they faced a litany of difficult questions. What action should they take with a CEO some were calling McDonald's "savior," credited with revitalizing the business and doubling its share price in under five years? Should they sanction him or possibly even remove him from office? And, if they did remove him, should he receive his potentially substantial severance package? How might shareholders, employees, and customers react-and to what extent should the directors consider stakeholder reactions in their deliberations?

Bob Hall, President of Green Gables Partners, evaluated whether to angel invest into an up-and-coming ski brand. As the son-in-law of the founder of Vera Bradley and having retired from a lengthy career on Wall Street, Hall was well-versed in both direct investing and the consumer goods industry alike. He also loved learning about new entrepreneurs pushing the boundaries of their industry-and taking a hands-on approach to his investments. With his lifelong love for skiing, he found himself drawn to emerging ski-preneur, Curt Nichols, and his ski goggle brand Glade Optics. Bob weighed Nichols' proposal for a direct investment deal and the terms. How should he evaluate the proposal, his increasing concentrated risk in ski apparel, and whether he could invest for both financial returns and the future of an industry he loved?

An exodus of nurses from the profession is leaving health care leaders with a staffing shortage that can’t be ignored. To understand the factors behind the burnout and dissatisfaction driving nurses’ exit, the authors analyzed the free-text employer reviews nurses shared on Glassdoor. The results revealed what actions leaders can take to reverse the trend and resulted in an interactive tool that can be used to compare how 200 large health care systems stack up against one another.

This case study examines the pivotal role of centralized exchanges in today's digital asset ecosystem and emphasizes the importance of thorough due diligence for institutional investors when assessing digital asset companies. It underscores the need to recognize potential warning signs, such as inadequate regulatory oversight, inexperienced management, or intricate corporate structures. Furthermore, it delves into effective practices for Sovereign Wealth Funds (SWFs) and other institutional investors venturing into the digital asset landscape to adeptly manage risks. In this case, students assume the role of Raffi, an analyst at a prominent Middle Eastern SWF. The SWF contemplates digital asset investments as part of its portfolio diversification strategy but is wary of associated risks, especially in the aftermath of the FTX collapse. Consequently, they assign Raffi the task of investigating the FTX collapse, extracting essential lessons, and formulating a robust due diligence framework to mitigate risks in future digital asset investments. This case aims to provide students with a comprehensive understanding of the factors contributing to the FTX collapse and acquaint them with best practices for institutional investors navigating the digital asset space, focusing on the identification and mitigation of counterparty risks.

Creating an equitable environment and supporting diverse populations in navigating them are key to sustaining workplace diversity. Organizations can work toward this goal by taking five steps: committing to sponsorship, addressing systemic factors to eliminate glass ceilings, diagnosing “glass cliff” situations, approaching mentoring conversations differently, and measuring and tracking progress.

On August 16, 2022, President Joseph Biden signed into law the Inflation Reduction Act of 2022 (IRA). The wide-ranging law included provisions for lowering prescription drug costs, expanding the Internal Revenue Service, subsidizing the Affordable Care Act, and tax reform. But the largest share of the IRA's $738 billion investment-$369 billion-was allocated to mitigating climate change. The law was designed to meet several objectives: stimulate the economy and reduce inflation, create well-paid working-class+S16 jobs, and encourage consumers to buy American products-all within the framework of a carbon reduction strategy. The task of implementing the climate-related provisions of the IRA was daunting. It would require coordinating not just among the agencies of the federal government, but with state, local and tribal governments, with local organizations, and with the private sector. The case goes on to describe the provisions of the IRA and the plan for implementing the law while detailing the significant challenges to reducing the country's carbon emissions by 50% by 2030. HKS Case No. 2270.0

This case traces the rise of Nelson Mandela from his tribal home in South Africa to president of the country. Rejecting expectations that he would be a tribal leader, Mandela instead dedicates his life to fighting Apartheid. After peaceful approaches fail, he joins with others in violent resistance for which he is ultimately jailed. After a widely-covered trial, he spends 27 years in prison. As his celebrity grows, he continues to fight for freedom and, when finally released, becomes president of South Africa. He ushered in a new democratic constitution and worked valiantly to heal the country. Students will learn how Nelson Mandela navigated life's choices to leave a lasting impact on the world.

After publicly declaring that they would not enter the contract research organization (CRO) business in 2017, Thermo Fisher purchased Pharmaceutical Product Development (PPD), one of the biggest players in the CRO space, in 2021. Much had changed in the intervening years, but questions still remained concerning the strategic about-face. Thermo Fisher, often referred to as the 800lb gorilla in the room, was already nearly a one-stop-shop for biotech and pharma companies. Now, with the acquisition complete, Thermo Fisher and its customers faced a bit of a reckoning, with many potential paths forward. What would the right path for Thermo Fisher and its customers be?